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dc.contributor.advisor Dipboye, Robert L.
dc.creatorParker, Christopher Paul
dc.date.accessioned 2009-06-04T00:37:05Z
dc.date.available 2009-06-04T00:37:05Z
dc.date.issued 1990
dc.identifier.urihttps://hdl.handle.net/1911/13459
dc.description.abstract Evidence cited as validating the Vroom-Yetton model has relied on managers' self-reports of the behavior they did or would exhibit. Research suggests that knowledge of group performance can bias both group process and leadership ratings. An experimental study was conducted to determine whether descriptive ratings of leader decision-making behavior are influenced by performance cues. Further, self-ratings of their behavior biased toward consistency with implicit theories of performance. Leader decision-making style & level of performance feedback were manipulated in a 2 x 3 factorial design. Leaders' self-ratings were influenced by high performance feedback toward consistency with their implicit theories of performance. When given high performance feedback, group members rated their leader as more participative than a non-interacting observer, but only in the participative leader condition. Contrary to prior research, group process ratings were not biased by performance feedback. Evidence suggesting that rating leader behavior influences ratings of group process is presented.
dc.format.extent 102 p.
dc.format.mimetype application/pdf
dc.language.iso eng
dc.subjectIndustrial psychology
Social psychology
dc.title Effects of implicit theories of performance on leadership and group process ratings
dc.type.genre Thesis
dc.type.material Text
thesis.degree.department Psychology
thesis.degree.discipline Social Sciences
thesis.degree.grantor Rice University
thesis.degree.level Masters
thesis.degree.name Master of Arts
dc.identifier.citation Parker, Christopher Paul. "Effects of implicit theories of performance on leadership and group process ratings." (1990) Master’s Thesis, Rice University. https://hdl.handle.net/1911/13459.


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